Cognitive Placement Theory for Performance Appraisal： Talent Management and Individual Performance

This paper does search for talent management and individual performance. It believes that cognitive placement might be used for talent management to determine individual performers. Cognitive methodology assumes that HR manager replaces performance grade of employees into placement line. In upper case, it is grade of employees between 0 and 100. In lower case, it is percentage of performance sub-groups. HR managers replace the top 10% of grades into placement line. That group is talent management group. It is assumed that talent management is to appoint ability professionals for management positions. In addition, this study proposes that cognitive placement by HR managers may specify top performers （professionals） in organizations. Therefore, performance appraisal process is important in talent management, because talent management in HR is related with individual performance and management positions.

Is ＂Happy Worker＂ More Productive

The hypothesis ＂happy productive worker＂ states that happy employees, whose needs are satisfied in their workplace, have greater performance than unhappy employees. Therefore, the purpose of this research is to examine empirically the effects that job satisfaction and well-being at work generate on the individual job performance, investigating the moderating role that the components of the organizational structure play in this relationship. To achieve the main objective, some secondary objectives were proposed： （1） test the predictive effect of well-being, satisfaction, personal, and professional variables on individual performance; and （2） test the moderating effect of the components of the organizational structure in the relationship among well-being, satisfaction, and individual job performance. This research originates of a consolidated statement for the business society, but very few empirical studies. This way, the hypothesis consisted in the components of the organizational structure will positively enhance the relationship among well-being at work, job satisfaction, and individual job performance. The final sample consisted of 134 participants, of a clinical laboratory and of federal court of justice. For the development of the questionnaire, four instruments were used; one for each construct. The proposal has four relationship variables and the statistical procedure used to test this hypothesis was multiple linear regressions. Considering the hypothetical theoretical model presented, personal and professional variables are predictors of job performance; thus, these variables were also included as independent variables. The results of the regression model showed that the variables ＂age＂, ＂well-being at work＂, ＂job satisfaction＂, and ＂components of organizational structure＂ are responsible for explaining 64% of the variance of the variable criteria and individual job performance The moderating role of the variable ＂components of organizational structure＂ was also observed, because its inclusion increased the explained variance of the dependent variable. After all the discussions developed, the two main contributions appear： （1） the predictive effect of well-being at work in relation to performance and （2） identifying the moderating effect of the components of the organizational structure.